AI as a driver for change

Albert Miller, Global Head of Digital Solutions, on the potential of digitalization and AI solutions from ABP Induction for the foundry industry

Digitalization and the use of Artificial Intelligence (AI) are revolutionizing the industrial production worldwide. Albert Miller, Global Head of Digital Solutions at ABP Induction, discusses the opportunities and challenges of this change. In the interview he explains how ABP optimizes production processes through smart solutions, makes expertise accessible, and paves the way for a more efficient and sustainable future.

Digitalization and the use of AI are central topics at ABP Induction. What role do these technologies play in your strategy?

Albert Miller: Digitalization and AI are not just buzzwords at ABP; they are central components of our innovation strategy. We focus on addressing current challenges such as the lack of skilled employees, demographic change, and decarbonization with digital technologies. A key target is to increase the quality and efficiency of the casting processes while simultaneously reducing complexity for users.

Can you provide a specific example of how AI is used in practice?

Albert Miller: A good example is the use of self-learning algorithms in our cooling water systems. Instead of acting reactively, we can now analyse trends with self-learning algorithms and act proactively. Furthermore, we see potential in monitoring melting processes to ensure the perfect energy supply and to minimize scrap. AI can also assist in quality assurance by recognizing patterns in production data that indicate potential errors. These versatile applications demonstrate how we continuously improve our solutions to enhance efficiency and reliability for our customers. For example, if a problem in the cooling water is detected, maintenance can be planned before a production failure occurs. This ensures the smooth operation for our customers.

How do you manage to increase the acceptance of such technologies among users?

Albert Miller: Acceptance is crucial. It is important that our employees recognize the added value of these technologies internally and in their application at our customers. We do not see digitalization as a monitoring tool, but as an assistance system that makes work easier. Through targeted training and involving employees in the development process, we create trust.

What role does AI play in internal processes at ABP?

Albert Miller: AI plays an important role in our internal processes. Our service engineers and technicians have a wide range of competencies but are often involved in projects and therefore not always directly available. Here, AI can be used to capture, organize, and make their knowledge accessible to everyone. Our ticketing system, which we revised this year, allows us to document experiences and solutions and make them quickly retrievable thanks to AI. It is successfully used not only at ABP but also within the group, for example at Primetals.

Additionally, we face the challenge of preparing our extensive documentation material, which ranges from handwritten notes to modern ERP and CRM systems. With AI, we analyse these data to train models that assist our employees and customers. The target is to shorten onboarding times and enable quicker access to relevant information.

Another step was the introduction of an AI assistant that simplifies the completion of specific tasks. The implementation was not easy, as we had to protect our know-how while also complying with the General Data Protection Regulation. However, we have overcome these challenges and now provide all employees with secure and productive access to this technology. Looking ahead, we plan to further develop AI solutions that interact directly with our employees and are continuously optimized through user data.

Digitalization and sustainability are often considered together. How does ABP implement this approach?

Albert Miller: Sustainability and digitalization go hand in hand. Our technologies help to minimize energy losses by analysing energy consumption in real-time and avoiding unnecessary losses. For example, production steps can be coordinated so that energy is only consumed when all subsequent processes are ready. In addition, we rely on smart control systems that not only optimize consumption but also reduce CO2 emissions. In the long term, we aim to increase resource efficiency throughout the entire value chain. For example, our systems analyse when the optimal time for the next production step is to save energy while also increasing efficiency.

You have also mentioned the cultural challenges of digitalization. What do you mean by that?

Albert Miller: Digitalization is not only a technical transformation, but also a cultural one. Especially in a rather conservative industry like foundry, there are reservations. Companies can actively promote this cultural change by offering training programs where employees can get to know and understand the new technologies in a practical way. Pilot projects can also help make initial successes visible and strengthen trust in digital solutions. Furthermore, it is important to promote open communication where questions and concerns are taken seriously. By involving employees in the development processes of new technologies, they feel like part of the change rather than being affected by it. We are working to alleviate these fears by providing simple, user-friendly solutions and promoting open discussion. It is crucial for companies to actively create a safe environment where employees can try out new technologies.

How do you see the future of digitalization and AI in the industry?

Albert Miller: The development is highly dynamic, and we must continuously adapt. I believe we are only at the beginning of this transformation. At ABP, we manage this dynamism through an iterative approach: we start with pilot projects, continuously evaluate them, and scale proven approaches. For instance, we have introduced AI-supported assistance systems in selected areas to gain initial experiences and to incorporate feedback from practice directly into further development. We also focus on close collaboration with our customers to address specific needs and to develop innovative solutions together. It is important that we do not isolate ourselves but rather engage critically and thoughtfully with new technologies. Only in this way can we fully realize their benefits and secure long-term competitive advantages.